新零售时代，智能手机的广泛普及和互联网驱动下的新技术、新消费模式改变了人 们的消费场所、时间、交易方式等，全渠道购物、跨界消费已成为人们的生活常态，这 对重度依赖渠道开展规模消费者营销服务的运营商更是带来了前所未有的冲击。同时， 驱动运营商发展的用户增长红利已经消失，流量释放带来的利润空间也已见顶，OTT 在 社交、信息内容消费以及新兴的云计算、大数据、物联网等领域又抢占了先机，变革渠 道商务模式已是当务之急。但是关于新零售时代全渠道商业模式的国内外研究本就极少， 对于运营商如何转型全渠道来实现全新的价值创造流程更是处于混沌摸索状态。因此， 本文由时代发展对行业冲击入手，聚焦于河南省通信运营商——河南 LT 公司的全渠道 商业模式变革，探析新零售时代运营商的价值创造和获取过程。 本文采用文献综述、案例分析、类比分析、定性分析和实操研究等方法，对河南 LT 公司全渠道商业模式的构建与实施方案进行了设计与研究，首先从商业模式概念及构成 要素的分类与变革创新入手，通过基于价值链理论视角的商业模式及其演化规律应用， 得出新零售时代中企业构建商业模式的核心——全渠道商业模式。然后以商业模式作为 企业对自身运营结构及价值主张、战略方向等具有内部关联性的变量进行定位和整合的 基础概念性工具，围绕四个基本构成单元，即，价值主张、价值网络、价值维护、价值 实现，分析研究了国内外各类企业及运营商全渠道现行模式中的组成因素及存在问题； 结合河南 LT 公司的发展现状进行了全渠道商业模式的方案设计和布局实施，根据实施 效果予以优化和完善，进而得出本人的结论，并提出了相应的建议。 本文的创新点主要有，通过总结商业模式及价值链理论的概念、应用等方面的研究 成果，与当前经济发展情况进行匹配分析，论证了商业模式及价值链理论的必要性和重 要性，构建了统一的商业模式框架；并运用此理论体系对新零售和全渠道进行了重新定 位，赋予其时代特色和现实意义；同时通过理论与实践的紧密结合，推动了运营商的商 业模式创新转型，丰富了我国运营商在价值创造和价值获取环节的商业模式及创新运营 等相关理论的应用实践案例。II 关键词，商业模式，价值链，新零售，全渠道，运营商III ABSTRACT In the new retail era, the widespread popularity of smart phones and new technologies and consumption patterns driven by the Internet have changed people's places and time of consumption and trading methods. Omni-Channel shopping and cross-border consumption have become the normal life of people, which has brought unprecedented impact on communication operators who rely heavily on channels to develop large-scale consumer marketing services. At the same time, the dividend of user growth that drives the scale development of telecommunication operators has disappeared, and the profit space brought by phone traffic release had peaked. OTT has taken the lead in the fields of social, information content consumption and emerging cloud computing, big data, Internet of things, etc. It is urgent to change the channel business model. However, there are few domestic and foreign studies on the Omni-Channel business model in the new retail era. How to transform the Omni-Channel to realize the new value creation process for operators is still in a chaotic state. Therefore, starting from the impact of the development of the times on the industry, this paper focuses on the transformation of the Omni channel business model of Henan LT which is one of the telecommunication operators in Henan Province, and explores the value creation and acquisition process of the operators in the new retail era. This paper designs and studies the construction and implementation of LT Omni-channel business model in Henan Province by means of literature review, case analysis, analogy analysis, qualitative analysis and practical research. Firstly, starting with the concept of business model and the classification and innovation of its constituent elements, through using the perspective of value chain theory and its evolution law, it draws that the core of business model in the new retail era is the Omni-Channel business model. Then, taking business model as the basic conceptual tool for enterprises to locate and integrate operationIV structure, value proposition, strategic direction, etc. which is their own variables with internal relevance, and arounding four basic components which are value proposition, value network, value maintenance and value realization, this paper analyses and studies the composition factors and existing problems of the current mode of Omni-Channel for domestic and foreign enterprises and communications operators. Based on the current situation of LT development in Henan Province, this paper designs and implements the omni channel business model, optimizes and improves it according to the implementation effect, and then draws my own conclusions and puts forward corresponding suggestions. The main innovations of this paper are as follows: by summarizing the research results of the concepts and applications of business model and value chain theory, matching and analyzing the current economic development situation, demonstrating the necessity and importance of business model and value chain theory, building a unified framework of business model, and using this theoretical system to re-orientate new retail and omni channel. At the same time, through the close combination of theory and practice, it promotes the innovative transformation of the business model of communications operators, enriches the business model of operators in value creation and value acquisition links and the practical cases of relevant theories such as innovative operation in China. KEY WORDS，Business Model, Value Chain, Competition, New Retail, Omni-Channel, OperatorV 目 录 摘要...........................................................................................................................................I ABSTRACT .............................................................................................................................. III 第 1 章 绪论.............................................................................................................................. 1 1.1 研究背景及意义 ....................................................1 1.1.1 研究背景.....................................................1 1.1.2 研究意义.....................................................2 1.2 研究内容与方法 ....................................................3 1.2.1 研究内容.....................................................3 1.2.2 研究方法.....................................................4 1.3 本文创新点 ........................................................5 第 2 章 理论和文献综述..........................................................................................................7 2.1 商业模式的相关研究综述 ............................................7 2.1.1 概念研究.....................................................7 2.1.2 构成要素.....................................................9 2.1.3 分类研究.....................................................9 2.1.4 创新研究....................................................11 2.2 价值链理论的相关研究综述 .........................................13 2.2.1 基本概念....................................................13 2.2.2 理论应用....................................................14 2.3 本章小结 .........................................................15 第 3 章 全渠道与新零售的关系探析与定位........................................................................17 3.1 新零售发展现状 ...................................................17 3.1.1 新零售的定义及由来..........................................17 3.1.2 新零售的特点及时代特征......................................18VI 3.2 全渠道的含义 .....................................................19 3.2.1 全渠道的定义及由来..........................................19 3.2.2 全渠道的主要特征............................................20 3.3 新零售与全渠道的关系与定位 .......................................21 3.3.1 新零售与全渠道的关系探析....................................21 3.3.2 新零售背景下全渠道商业模式的应用分析........................22 3.3.3 全渠道经营在新零售时代的发展定位............................24 3.4 本章小结 .........................................................25 第 4 章 运